Treasury Management

Course Overview

Treasury's world is growing increasingly more complex. Never has it been more important for companies to control cash, working capital and risk on a global basis. Over and above the mandate to excel in these traditional roles, Treasury is called upon to be more strategic in its' activities and to develop a solid business partner relationship across the complex.

This 3 Days interactive workshop is designed to provide the delegates with a detail understanding of Treasury Best Practices in: Treasury organizational structure, global cash management, working capital management and the management of foreign exchange and interest risk. This workshop is designed for two audiences with congruent learning objectives:

It will provide commercial bankers in Treasury sales, product development and marketing with an in-depth understanding of the Treasury customer's world, Best Practice tools and techniques. They will learn how to walk the Treasury solution talk in order to better support client requirements.

The workshop is also designed to provide finance professionals with current, practical knowledge of the essential elements of Treasury management in a best practices environment. They will learn practical ideas on how to transform their Treasury into a world class operation that operates with better control, improved efficiency at a reduced cost.

Course Objectives

  • Learn how to effectively measure and manage the performance of the Treasury function
  • Learn how to manage global cash, cash forecasting and working capital to improve control and
  • optimization of assets
  • Learn how to manage foreign and interest rate risk for improved control and effectiveness
  • Learn how to manage Treasury more efficiently and at lower cost

Course Content

Session 1: Treasury Objectives

  • The critical factors
  • Change in the Paradigm
  • How the financial meltdown of 2006-2009 changed Treasury
  • MNC Organization Structures
  • How to improve control and effectiveness with less staff
  • Vision for Integrated Treasury
  • How to integrate all elements for improved results
  • Treasury Benchmarking and Metrics
  • Shift from P&L to Value-Add metrics
  • Islamic Finance

Session 2: Treasury Technology

  • Best Practice use of Treasury technology
  • Map the process to success
  • Layer the applications
  • More effective than a hope for full integration
  • Treasury Workstations
  • From business justification to RFP to implementation
  • ERP systems
  • What they can and cannot do
  • SWIFT Net
  • How to best use the technology
  • Worked example of how to design a Treasury technology structure

Session 3: Treasury Tools

  • Ownership of Treasury tools
  • How to put an ownership program in place
  • Treasury Products
  • How to integrate the best solutions
  • The regulatory environment
  • Shared Service Centers
  • How to view the alternatives and opportunities
  • Managing bank relationships
  • How to make it win-win
  • How to reduce cost

Session 4: Global Cash Management

  • Liquidity management objectives
  • How to find the optimal solution
  • Liquidity management structures and techniques
  • Physical Concentration compared to Notional Pooling
  • In-House Bank
  • Organizational structures
  • Selection of country of residence
  • Foreign exchange
  • How to structure an effective program that controls risk
  • Multi-lateral netting
  • How to establish a program that reduces costs and improves efficiency
  • Multi-bank liquidity management
  • Follow-the-sun & reverse the sun techniques
  • Bank account structure
  • Automation techniques
  • Reduce float
  • Lockboxes, ARC, controlled disbursement
  • Continuous linked settlement
  • Controlling cash in restricted cash countries
  • Cross border rules and tools
  • SWIFT messages
  • BIC’s and IBAN’s
  • Daily global liquidity management cycle Step by step
  • Investment lessons learned 2006-2008
  • What to do and what not to do
  • Investment products
  • Comparison of current alternatives
  • Investment Policy
  • Key points to effective global governance
  • Worked example of how to design a global cash management ystem using a Bank RFP

Session 5: Cash Flow Forecasting

  • Forecasting objectives
  • How success is defined
  • Forecast models
  • Worked examples of Direct vs. indirect models
  • Forecast line items
  • Map key cash flow drivers
  • Reconciling the cash to the target and back
  • How to become more strategic in forecasting
  • Build the Forecast Step by step for success
  • Worked example how to build a Cash Forecast model

Session 6: Working Capital Management

  • What is Working Capital
  • Treasury’s role in Working Capital management
  • Balance Sheet management
  • Working Capital Best Practices
  • Rules, tools, techniques and metrics to drive improvements

Session 7: Enterprise Risk Management

  • Objectives
  • Categories of risk
  • Core vs. non-core risks
  • Putting a holistic process in place Step by step key elements
  • COSO Framework

Session 8: Derivative Instruments

  • Defined and objectives in use
  • Commodities
  • Markets and hedging tools
  • Interest rate risk
  • Nomenclature and pricing
  • Interest rate management strategy
  • Interest rate Swaps, futures and CFD’s
  • Foreign exchange risk
  • Nomenclature and pricing
  • Foreign exchange risk management strategy and operations
  • Spot, Swaps, forwards, NDF’s, Options
  • Foreign Exchange Policy key points
  • Accounting for Foreign Exchange
  • FAS 133 hedge accounting requirements
  • Schedule of compliant and non-compliant transactions
  • Comparison to IFRS accounting treatment
  • Worked example of how customers integrate the management of risk with other Treasury responsibilities

Course Methodology

The training is going to be highly interactive combination of lectures, group discussions, questionnaires, individual reflections, role plays, simulations and videos.

Target Audience

CFOs, MD's, Treasurer's, Assistant Treasurer's, VP Finance, Directors, Bankexecutives responsible for Treasury product sales, product development and marketing. All finance and Bank executives responsible for or interested in:

  • Treasury
  • Cash Management and Liquidity Management
  • Enterprise Risk Management, Foreign Exchange and Interest Rate Risk
  • Working Capital Management
  • Sale of Treasury products to Treasuries
  • Corporate Planning, Internal Audit, Internal Controls


02 days (08:30–14:30) with appropriate breaks for tea/refreshments and lunch.

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